JOURNAL OF BUSINESS MANAGEMENT
Online ISSN : 2424-2055
Print ISSN : 1882-0271
ISSN-L : 1882-0271
Volume 41
Displaying 1-10 of 10 articles from this issue
JOURNAL OF BUSINESS MANAGEMENT No.41
  • Yoshinori Konno
    2018 Volume 41 Pages 3-15
    Published: 2018
    Released on J-STAGE: September 03, 2019
    JOURNAL FREE ACCESS

     The two most important approaches toward the diversification strategy for suppliers are extending “product scope” (product range) and “customers scope” (customer reach) within the same industry. This study analyzes the diversification strategies of Japanese automobile component suppliers by focusing on business in each component with each customer and dividing it broadly into existing business and new business. Subsequently, this study further classifies new business along the dimensions of both product scope and customer scope into existing and new, resulting in a total of five categories, which are then analyzed to explore the relationship with the duration of the business. Findings revealed that relationships endure the longest and have the highest probability of continuing for the new customer/existing product category, which is providing existing products to new customers.

    Download PDF (1368K)
  • Yoshiki Kageyama, Ryosuke Takeuchi
    2018 Volume 41 Pages 16-27
    Published: 2018
    Released on J-STAGE: September 03, 2019
    JOURNAL FREE ACCESS

     Previous researches have explored the factors or processes of product conceptualization changing during product development. These researches have focused on the product development process within the same product category. Meanwhile, product development beyond the existing product category is needed in today's business environment to overcome the commoditization phenomenon.

     This paper focuses on how the product conceptualization shifts when the product is developed beyond the product category. The product category provides a base for conceptualization or designing new products for product developers. We explored how the base, which is already constructed in the mind of product developers, changes when the product is developed beyond the product category and how the product concept is influenced when the base is changed. Given the research interest, this paper clarifies the product development process of “Healsio Ocha Presso” produced by Sharp Corporation. This development is a process that involves a produet that originally started as a coffee maker and became a very new home appliance category that makes a cup of tea.

     The results of the analysis clarify the succeeding points. The base of product development was replaced by a new one when the product was developed beyond the product category. Using this new base, the product developers rethought or redesigned the product concept. Through trial and error, product developers made the new base stable while sharing the common base, thereby achieving new product development.

     These findings imply that when product development isn't achieved, product developers rethink not only the product concept but also the base that a product shares.

    Download PDF (1092K)
  • Miuya Mizuno
    2018 Volume 41 Pages 28-39
    Published: 2018
    Released on J-STAGE: September 03, 2019
    JOURNAL FREE ACCESS

     The purpose of this research is to clarify the mechanism that competition between established incumbents changes when new entry impacts environments. More specifically, this research analyzes how differences of incumbent responses to entry influence competition.

     Radical new entry impacts incumbents. Existing literatures on radical entry or radical innovation have treated incumbents as one population and focused on relations between incumbents and entrants, rather than between incumbents. However, the degrees of incumbent responses to entry should vary depending upon the specific characteristics of an incumbent firm. Moreover, not only competition between incumbents and entrants, but also competition between incumbents can change due to differences in responses to the entry among incumbents.

     Consequently, this research examines the differences in responses to the entry among incumbents and the resulting dynamics of competition between incumbents. The case study of the Japanese eyewear retail industry demonstrates the following two points. First, a response to the entry differs between established leader firm and follower firm. The leader firm that maintains a competitive advantage is difficult to respond to the entry effectively. In contrast, the follower firm that has no competitive advantage can respond to the entry more effectively than the leader.

     Second, because of differences in responses to the entry among incumbents, there is a possibility that the follower firm builds a competitive advantage over the leader firm. The follower firm which reconfigures their capabilities in response to the entry achieves a new competitive advantage. In contrast, the leader firm which doesn't reconfigure their capabilities following the entry is difficult to respond to strategic change of the follower firm. Thus, this research concludes that when the follower firm responds to the entry more effectively than the leader firm, the follower firm is more likely to build a competitive advantage over the leader firm.

    Download PDF (1083K)
  • Kazumi Tada, Mitsuru Nakagawa, Hiroyuki Fukuchi
    2018 Volume 41 Pages 40-51
    Published: 2018
    Released on J-STAGE: September 03, 2019
    JOURNAL FREE ACCESS

     Our research aims to clarify the future research agenda on the dual-structure of distribution channels in emerging markets (DSEM) from the viewpoint of emerging market strategy for manufacturers. DSEM is one of the significant characteristics of consumer goods markets in emerging countries, which comprise both traditional and modern retail systems.

     A comprehensive review of empirical studies about DSEM revealed that there are four streams of studies based on the data source of previous studies; specifically, studies on: 1) macro-data, 2) consumer behavior, 3) distributers, and 4) manufacturers.

     This review yielded the following observations: a) The degree and stage (time) of modernization of distribution channels in emerging markets differ by each country, region, and product; b) DSEM is expected to continue to exist in the future; c) The store format preference of consumers varies based on not only both socio-economic and cultural factors, but also firms' strategic factors; and d) there are areas of critical difference between traditional and modern retail systems, such as supply chain structures, strategies, and advantages. Thus, manufacturers encounter new challenges and have to create new strategies in the face of such different situations.

     Based on the the consideration of previous studies, we uncovered the following future research agenda regarding emerging market strategy for manufacturers. First, there is a necessity for research focusing on manufacturers' data, as there is a serious scarcity of research in this area compared to other research streams. Second, given that firm specific advantages differ between local and foreign manufacturers, it is necessary to identify these differences in order to examine manufacturers. Third, in the analysis of foreign manufacturers, it is important to examine both the entry timing of companies (i.e., first mover/laggard) and the degree of their localization.

    Download PDF (1038K)
  • Yuichi Matsumoto
    2018 Volume 41 Pages 52-63
    Published: 2018
    Released on J-STAGE: September 03, 2019
    JOURNAL FREE ACCESS

     This paper discusses the learning mechanism enhanced by communities of practice (CoPs). It uses the case of Japanese nursing homes practicing SAIDO-learning. CoPs are defined as ‘groups of people who share concern, a set of problems, or passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis’ (Wenger, McDermott & Snyder, 2002, p. 4). Two learning mechanisms of CoPs are suggested. One is derived from the difference between organizational canonical view and non-canonical view in CoPs. The other is facilitated by boundary crossing. This paper presents a study that investigated learning from non-canonical view, and boundary crossings facilitated by establishing CoPs within, between, and across organizations related to nursing homes. The study addressed the following research question: ‘How do CoPs enhance organizational boundary crossing and facilitate learning?’ This study found that nursing homes achieved boundary crossing through CoPs spontaneously established at nursing home facilities. Staff members established the CoPs to learn about SAIDO-learning, which further motivated them to learn, while they formed CoPs by practising to lead non-canonical view. One remarkable aspect was the establishment of ‘advanced CoPs’, which involves several CoPs and allows boundary crossing among CoPs. Then, larger advanced CoPs are developed through them in a nested structure. This multi-layered structure of advanced CoPs facilitates staff members' spontaneous learning through boundary crossing. Moreover, the structure stimulates people who are not CoP members to establish CoPs and encourages members to establish advanced CoPs for crossing the boundaries between CoPs. Further discussion and theoretical and practical implications are proposed.

    Download PDF (1409K)
feedback
Top